Transformation of operations

Companies are constantly evolving to increase their competitiveness, reduce production times, introduce new high-quality products, and more. What's more, transformation has become a way of life for most companies.

This need for transformation requires significant effort. However, one in three plans fails to achieve its objectives. A pragmatic, hands-on approach helps to avoid the main pitfalls of transformation.

Our approach

We propose a 3-step adjustable methodology to define and implement a transformation plan:

1 Integration and analysis

Collective awareness of identified problems

Evaluating existing initiatives
Identify and formalize problems through interviews at all levels (from operator to division manager, including support functions)
Analyze data to determine root causes of problems
Share findings and generate awareness of problems identified by all teams

4 to 6 weeks

2

Mobilizing teams and defining the transformation plan

Mobilize teams to prepare the transformation plan

Deepen analysis if necessary
Convincing operational teams and support functions that transformation is possible
Align operational teams and support functions on common objectives
Define solutions based on levers / areas for improvement identified with all teams
Set up project governance (managers, mobilized teams, project reviews) to steer the transformation

4 to 6 weeks

3

Launching and implementing the transformation plan

Implement the transformation plan and monitor priority actions

Communicating the transformation plan to employees
Define action plans for each lever identified with teams and identify pilot projects
Strengthening the chain of command
Deploy solutions defined with operational teams in the field
Set up operational reviews to steer initiatives
Adjusting solutions

3 to 6 months

Our Experiences

Transformation of several industrial sites of an aircraft manufacturer

Production ramp-up plan: Diagnosis and implementation of Operational Excellence levers across all functions, internal workforce of 1,500 to 3,000 people

Transformation of a major player in the Ile-de-France transport sector

Simplify operational processes, optimize costs and improve service quality

Transformation of a division of a major defense player

Complete overhaul of the CODIR organization and main functions (Production, Quality, Industrialization, etc.), securing industrial operations in terms of deadlines and costs

Transformation of a world leader in environmental services

Definition of a 3-year plan to generate savings and synergies between 4 branches of the organization

Our latest publications

Clear findings, proven methods, and measurable results to manage complexity, from scoping to execution.

Ipsam vero

Unde Rufinus ea tempestate praefectus praetorio ad discrimen trusus est ultimum. ire enim ipse compellebatur ad militem, quem exagitabat inopia simul et.

These and similar things

Now, if you enter the house of someone well-respected and wealthy, you will be welcomed as a guest and asked many questions.

How can you successfully transform your operations?

To better understand the challenges and conditions for successful operational transformation, we surveyed around 100 executives who answered our four questions.

Download our survey

Contact us

David Dumery

Senior Partner

Raphael Larreur